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UNDERSTANDING BUYING BEHAVIOR IN THE NEW DIGITAL AGE

Every couple of years, a new acronym or buzzword takes a foothold in the world of marketing. ABM, the acronym for Account-Based Marketing, is the latest rage. It is an example of how an old concept can be recycled and be claimed anew again. In the 1980’s and 1990’s, ABS, the acronym for Account-Based Sales, was all the rage then. The concept derives from the notion that your best customers are your existing customers. And, that within large enterprises, there were many available sources for revenue growth within large accounts. This led to more sophisticated selling approaches, such as Consultative…

Many executives, particularly Chief Marketing Officers, are in constant pursuit of understanding changing buyer behaviors and markets. Which, for the most part, remains an elusive and challenging endeavor. In the past ten plus years, we have seen a tumultuous upheaval in both the world of buyers and how marketing is adapting. As business leaders and marketing leaders look ahead to the future, the ever-expanding global digital economy will undoubtedly cause further disruption. Charting a course for future growth becoming increasingly difficult. Despite the advent of an overflowing introduction of new marketing approaches, acronyms, and concepts in the past decade, the…

B2B companies are faced with the most transformative era in business history. On a greater scale than that of the first Industrial Revolution over a century ago, we are witnessing a technological and digital revolution that will disrupt business-to-business profoundly in the next 10 years. The scale of which is still unpredictable and undoubtedly will continue to have more disruption in store for businesses over the next decade. The scale of disruption will mean the B2B buyer and seller dynamic will continue to be rocked. We are seeing many industries feel the impact of new technologies upending previously accepted norms of…

The digitization of the global business economy has been taking place at an unprecedented rate. Consider this. Approximately forty years ago, 83% of the market value of the S&P 500 were tied to tangible assets – physical products. Today, the complete reverse has happened. Intangible assets, such as copyrights, patents, training, procedures, data, digital innovations, and intellectual property, now comprise 84% of the market value of the S&P 500. This startling transformation of the S&P 500 is just one snapshot of what is taking place globally. A new era of business will develop in the next 10 years that will…

In the past five years, the often-unquestioned hymnal has been that to succeed in today’s digital world, businesses must produce content. Produce high-quality content, yes. But, produce massive amounts of it to get in front of customers. According to various statistics on the Internet, we are living in a world where every minute over 200 million items of online content is produced. Where nearly 1500 blog posts are posted every minute. Whereby over 200 million email message are sent every minute. The amount of content exploding online is staggering. Leaving the content dilemma facing many organizations – how to stand…

In numerous surveys of CEOs in the past few years, predictably, you will find growth strategies as one of the top priorities going into any new year. Strikingly, in these same few years, you will also find developing customer understanding also on the list of CEO priorities. What is changing in the past two years, is that CEOs are focused on globalization and digital transformation. Per recent surveys by IBM, KPMG, and Gartner, you will find that more than half of CEOs surveyed believe their organizations will be significantly transformed by digital-centric globalization. What becomes clear considering these surveys is…

In the past five years, we have seen exponential disruption each year in multiple markets. Digital technologies and resulting transformation turning markets literally inside out. Fundamentally reshaping markets in five years’ time compared to the fifty to seventy years it may have taken to build up a market. Take for instance the iconic yellow cab, a fixture in New York City for decades. In the past few years, the yellow cab companies have been unable to stem a rapid decline from the onslaught of Uber, Lyft, Juno, Via, and other ride platforms. Revenues falling by as much as 40% and many…

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